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L’attractivité employeur : fausses évidences, contradictions et ambivalences (Chapitre 9)

Author

Listed:
  • Bertrand Belvaux

    (CREGO - Centre de Recherche en Gestion des Organisations - Université de Haute-Alsace (UHA) - Université de Haute-Alsace (UHA) Mulhouse - Colmar - UB - Université de Bourgogne - UBFC - Université Bourgogne Franche-Comté [COMUE] - UFC - Université de Franche-Comté - UBFC - Université Bourgogne Franche-Comté [COMUE])

  • Etienne Maclouf

Abstract

A première vue, vouloir développer l'attractivité employeur peut paraître évident. Que ce soit pour améliorer les conditions de travail, pour attirer de bons de bons profils ou pour des raisons éthiques, tout concourt à l'heure actuelle à ce que la fonction ressources humaines soit évaluée selon ce critère. Cependant, derrière cette simple mécanique, l'attractivité employeur semble être un phénomène complexe, issu de multiples facteurs. L'influence que peut exercer la gestion des ressources humaines n'est donc pas évidente, et une attractivité employeur forte peut s'accompagner de conséquences plus ou moins intéressantes pour l'organisation comme pour les individus.

Suggested Citation

  • Bertrand Belvaux & Etienne Maclouf, 2020. "L’attractivité employeur : fausses évidences, contradictions et ambivalences (Chapitre 9)," Post-Print hal-03470037, HAL.
    • Handle: RePEc:hal:journl:hal-03470037
    as

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    Keywords

    Ressources humaines (RH); Management;

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